This guidance presents a flexible approach to developing service agreements tailored to the specific requirements of a given relationship and/or the complexity or scope of the service relationship. The application of the approaches outlined in this guidance should improve the consistency and clarity of service relationships within government. Ideally, clients should have a clear idea of the problem they are trying to solve, or an opportunity they wish to seize and, as they expect the new service relationship to help or contribute to these reflections. They should have a good understanding of their current core costs and current and desired service levels. If there are non-negotiable or unique business requirements (for example. B functions that must be maintained, concerns about data protection or independence, timelines or timelines for implementation, unique regional or functional requirements), these requirements should be clearly identified. In short, customers must be good buyers. This section should describe the service provider`s customer relationship management system. This should include available services, problem-solving processes, important contact names and contact information, all response times and commitments to solve problems. Escalation procedures for issues relating to the daily life of relationships should also be detailed.
The nature and frequency of reports to the relevant governance committee on the scope of issues and their resolution should be described in a timely manner. Given the entry into force of the services agreement, it is important that the transition from implementation to operations is well managed and consistent with the objectives and commitments of the various parties. The activities and reporting schedules of implementation documents (e.g. B SLA) are a means of determining compliance with the commitments made under the agreement. Note: To estimate the cost of providing services, see the TBS guide to costing. To be effective, a governance agreement has results that key stakeholders – in this case customers and service providers – consider legitimate. Legitimacy stems from many factors, including a clear and accepted process leading to decisions made by the authorities or the appropriate persons; Ensure that the views and interests of all parties are taken into account; and a right of appeal when stakeholders are not satisfied with the process or results. These requirements will be taken into account in the structuring of the governance agreement, its form and its composition.
18 (1) The following conditions expressly apply to any construction, goods or services contract providing for the payment of money by Her Majesty: in accordance with her obligation to enter into agreements appropriate for both workers and Canadians, the Government of Canada entered into an interim agreement on July 9, 2020 with Canada`s largest federal public service union, the Public Service Alliance of Canada (PSAC). If ratified, the Canadian government will have reached agreements for this round of negotiations, which will cover nearly 60 per cent of public servants. The success of each service relationship can be assessed based on its performance against the goal. Performance can be defined as « what a government has done with its resources to achieve its results, how well those results have been identified in relation to what the government wanted to achieve and how much the results have been identified. » See footnote 1 Service contracting is a sound management practice for any type of service provider or collaborative service agreements, including: It is not uncommon to see mixed funding models seeking to take advantage of the three benefits mentioned above.